The paper "Does Empowerment Lead to a Win-Win Situation for Both Employers and Workers" is a great example of business coursework. The aim of many organisations is to ensure that they create value for their consumers and stakeholders. To achieve this obligation, it is important to maximise available resources that include the human resource. Employees are the most important asset in any organisation and thus their welfare should be taken into consideration ensuring that their contribution can be maximised and for them to operate in an environment that they can control. This calls upon empowerment that refers to an increase in the political, social, spiritual and economic strengths of the employees or other individuals.
Grove (1971) defines empowerment has to give official authority or to delegate official power to authorise and commission. Gandz (1990) who states that empowerment is a managerial approach that vests approval authority or decision making in employees, a role that traditionally was a managerial prerogative, shares these sentiments. On the other hand, employee empowerment is a philosophy and strategy that provides an opportunity for the employees to make decisions about their jobs.
This means that employee empowerment is providing employees with the capacity to be responsible for their job and results. Generally, employee empowerment means the process whereby information is shared, developing culture empowerment, development of competency, availability of appropriate resources, and appropriate support is provided. Culture of an organisation is an important virtue or restraint in empowerment (Oakland 2003). Organisation’ s culture is usually something that is complex and it is not easy to describe. Even though understanding culture is hard, the organisation that successfully champions employee empowerment has specific values at their core in which the empowerment process can flow.
Some of the organizational cultures that play a major role include appreciation and respect for individuals and the value that these individuals bring into the organisation. Even though these are just components of values, important is that the organisation should support the thrust of empowerment if there is any chance for success. Empowered employees have a sense of meaning, self-determination, competence and impact. These values usually compel and propel behaviour towards the requirements of the organisation.
Job context and content are important in specifically stating the goals, mission and objectives of the organisation. Those organisations that appreciate the culture of empowerment usually succeed in most of their aims because the employees clearly will state the appropriate steps and means that should be followed, and these strategies should be appreciated by leaders. Leaders and managers should create cultures and these cultures will create the next generation of leaders (Schein 1985), and hence the culture of change will effectively be factored in organisation operations. For example, many organisation and institutions resist change, an aspect that can easily be addressed by embracing employee empowerment.
Employees and employers cultivating empowerment culture will result in evolving of the organisation rather than transformation. In this case, organisational culture will be affected positively through the introduction of employee empowerment because a clear definition of job context and content will propel organisation objectives and goals. Supervisors and managers share power and authority appropriately in those organisations that are empowered. To accomplish the task of sharing power and authority either actively or passively, through abdication or delegation, in which neither is employee empowerment is inappropriate to approach; managers are supposed to understand means of ensuring employees are involved in managing the organisation.
It is paramount to ensure that delegation or abdication of duties is based on the capabilities and capacity of the employees. Managers and supervisors are supposed to empower employees through coaching and showing them the appropriate method to accomplish certain duties. Some coaching strategies that can be used include setting inspirational goals, providing autonomy, fostering opportunities such as decision-making and expressing confidence in subordinates.
This approach will develop the employees and be aware of the aims of the organisation while at the same time decrease responsibility of guiding the employees by the employers. The employers’ managerial tasks will be decreased while the employee will have confidence, and hence the organisation will achieve its goals; this means that it is a win-win situation for the employee and employer. Moreover, managers championing empowerment cultivates employees use of intrinsic factors rather than extrinsic factors; intrinsic factors are internally produced to compel accomplishment of a given duty. Additionally, managers utilise data and information in the accomplishment of their duties and in most instance, this information is not available to other employees.
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